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Mastering Strategic Risk |
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Contents |
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Preface |
15 |
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Acknowledgments |
17 |
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Introduction: Mastering the Complexities of a New Age |
19 |
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CHAPTER 1 The Round World, the Square Pegs: Redesigning Organizations to Manage the Risks of a Different World |
23 |
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RIGHTING THE SHIP: MANAGING THE COMPLEXITIES OF A NEW AGE |
23 |
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THE UNTOLD STORY OF WACHOVIA’S DEMISE: THE RISE AND FALL OF AN INDUSTRY GIANT |
25 |
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A Legacy to Be Proud Of |
26 |
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What Went Wrong |
29 |
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A SYMPTOM OF A MUCH LARGER CHALLENGE |
30 |
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THE BURNING PLATFORM: WHY THE NEED FOR CHANGE |
32 |
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LEVERAGING THE POWER OF PEOPLE |
33 |
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A WORLD OF PATTERNS: DOES NATURE HOLD THE ANSWERS? |
34 |
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REFERENCES |
35 |
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CHAPTER 2 The Three Elements: Creating, Facilitating, and Supporting Your Competitive Advantage |
37 |
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A FRAMEWORK TAKEN FROM NATURE |
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Natural Systems |
37 |
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THE HUMAN BODY AS AN EXAMPLE |
40 |
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The Nervous System |
41 |
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Governance and the Body: The Cell Cycle and Temperature |
42 |
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ECOSYSTEMS |
43 |
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THE THREE ELEMENTS AND OUR MARKETPLACE |
44 |
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The Creative Element and the Marketplace |
44 |
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THE THREE ELEMENTS AND THE AUTO INDUSTRY |
49 |
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THE THREE ELEMENTS AND ORGANIZATIONS |
50 |
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The Motorola Story |
50 |
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Aligning the Three Elements with Corporate Activities |
52 |
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THE CREATIVE ELEMENT IN ORGANIZATIONS |
52 |
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Facilitation |
53 |
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Support |
53 |
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INFORMATION TECHNOLOGY AS AN EXAMPLE |
54 |
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EVERYTHING OLD IS NEW AGAIN |
54 |
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SUMMARY |
56 |
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QUESTIONS |
56 |
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NOTE |
57 |
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REFERENCES |
57 |
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CHAPTER 3 The Three Forces: Mastering Strategic Risk with Repetition, Balance, and Movement |
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ANTICIPATING CHANGE: TOYOTA |
59 |
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THREE FORCES THAT DICTATE PERFORMANCE IN SYSTEMS |
61 |
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MOVEMENT AND CHANGE IN NATURE |
62 |
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Movement and Change in the World We’ve Created |
62 |
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Balance in Nature |
65 |
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Repetition in Nature |
65 |
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MOVEMENT, BALANCE, AND REPETITION IN OUR MARKETPLACE |
66 |
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Balance in the Marketplace |
68 |
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Repetition in the Marketplace |
68 |
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CHANGE, BALANCE, AND REPETITION IN ORGANIZATIONS |
69 |
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Blockbuster and the Impact of New Technology |
70 |
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Change and Technology |
71 |
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Balance in Organizations |
71 |
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Repetition in Organizations |
71 |
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THE THREE ELEMENTS AND FORCES AND OUR SYSTEM OF GOVERNMENT |
72 |
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The Creative Element |
72 |
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Support and the Federal Government |
74 |
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Facilitation and the State |
75 |
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THE FEDERAL GOVERNMENT SUPPORTS, FACILITATES, AND CREATES: A FRACTAL VIEW |
75 |
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THE FEDERAL GOVERNMENT AND OVERSIGHT |
76 |
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A HOLISTIC APPROACH |
77 |
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SUMMARY |
78 |
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QUESTIONS |
78 |
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REFERENCES |
79 |
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CHAPTER 4 Transforming the Corporate Agenda: Applying the New Learning to Master Strategic Risk |
81 |
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ALIGNING THE THREE ELEMENTS AND FORCES FOR IMPACTFUL RESULTS |
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THE THREE ELEMENTS AS KEY DRIVERS OF ORGANIZATIONAL PERFORMANCE |
83 |
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Driving Growth through Continuous Creativity and Innovation |
83 |
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The Talent Factor and Innovation |
84 |
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CREATIVITY AND INNOVATION THROUGH THE LENS OF INDUSTRY LEADERS |
85 |
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Google—Building a Culture of Innovation |
85 |
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The IKEA Way |
87 |
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Bell Labs—A Trailblazer of American Corporate Innovation |
88 |
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IDENTIFYING ADDITIONAL CENTERS OF CREATIVITY AND GROWTH IN THE MOST UNLIKELY OF PLACES |
89 |
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McDonald’s and Its DNA of New Product Development |
89 |
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GROWTH THROUGH FACILITATIVE FUNCTIONS AND CAPABILITIES |
92 |
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Wells Fargo |
92 |
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GROWTH THROUGH SUPPORTIVE FUNCTIONS AND CAPABILITIES |
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Mobile Banking |
94 |
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REPETITION AND OPERATIONAL EXCELLENCE |
96 |
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WACHOVIA AND MERGER INTEGRATION |
96 |
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MANAGING MOVEMENT AND CHANGE |
99 |
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THE VALUE OF A TRANSFORMATION AND CHANGE COE |
99 |
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THE IMPORTANCE OF MEASURING KEY CONTROLS AND ACTIVITIES |
101 |
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Evaluating What Matters Most: The Human Body Example |
101 |
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Evaluating Organizational Performance Today |
102 |
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ASSESSING KEY DRIVERS THROUGH THE UNIVERSAL GUIDE |
103 |
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Strategic Risk Assessment |
105 |
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Strategic Suppliers Driving Value |
105 |
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Growth Opportunity Assessment |
106 |
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SUMMARY |
106 |
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QUESTIONS |
107 |
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REFERENCES |
107 |
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CHAPTER 5 Risky Business: Why the Environment Should Matter to You |
109 |
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OUR SELF-CENTERED INTERESTS |
109 |
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THE TRUTH ABOUT SYSTEMS |
112 |
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OUR COMMERCIAL ECOSYSTEM |
112 |
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DRIVING GROWTH AND SHAREHOLDER VALUE THROUGH SUSTAINABILITY |
116 |
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Brand Imprinting |
117 |
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DEMYSTIFYING THE MYTH . . . WHAT REALLY IS A CORPORATION? |
118 |
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A LESSON ON THE ENVIRONMENT AND SUSTAINABILITY |
119 |
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TD Bank and Its Green Initiatives |
121 |
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OTHER FACTORS DRIVING COMMERCE |
122 |
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IMPROVING OUR INTERACTION WITH THE PLANET |
123 |
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Early Discovery |
124 |
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Acquisition and Expansion |
124 |
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Consumption |
125 |
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Sustainment |
127 |
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MAKING THE CASE FOR THE ENVIRONMENT |
128 |
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THE CORPORATION AND THE COMMUNITY |
128 |
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THE REALITIES OF LIFE DOWNSTREAM |
129 |
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IN THE END, IT’S ABOUT THE INDIVIDUAL |
130 |
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SUMMARY |
131 |
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QUESTIONS |
132 |
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REFERENCES |
132 |
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CHAPTER 6 Governance, the Cornerstone of Risk: The True Role of Accountability in Organizational Systems |
133 |
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GOVERNANCE IN NATURAL SYSTEMS: THE HUMAN BRAIN AS AN EXAMPLE |
133 |
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WORLDCOM AND THE BERNIE EBBERS STORY |
135 |
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The Back Story: How It Began |
136 |
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STRATEGY AND GOVERNANCE |
138 |
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COMPLACENCY AND GOVERNANCE |
141 |
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THE ROLE OF ACCOUNTABILITY IN SYSTEMS |
141 |
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ACCOUNTABILITY AT ADULANT TECHNOLOGIES |
142 |
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THE IMPORTANCE OF ROLES AND RESPONSIBILITIES |
143 |
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Mangroves |
144 |
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The Outside Auditor |
145 |
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A CRISIS OF CORPORATE CULTURE: THE STORY OF NEWS CORP |
145 |
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THE INDEPENDENT BOARD OF DIRECTORS |
148 |
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Adelphia Communications |
148 |
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SUMMARY |
150 |
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QUESTIONS |
151 |
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NOTES |
151 |
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CHAPTER 7 The Game Changer: Stewardship—Taming the Land Grabbers, Passive Aggressors, and the Mighty Ogre |
153 |
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THE COUP D’ÉTAT |
153 |
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IT’S TIME FOR CHANGE |
155 |
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The Passive-Aggressive Leader |
156 |
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The Land Grabber |
157 |
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The Mighty Ogre |
159 |
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The Culture in Which These Characters Thrive |
160 |
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The Corporate Steward |
162 |
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A PROFILE IN LEADERSHIP |
162 |
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It’s All About People |
163 |
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Accountability is Crucial |
164 |
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Change Is Not a Choice |
166 |
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We Live in an Integrated World |
167 |
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SUMMARY |
169 |
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QUESTIONS |
170 |
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REFERENCES |
170 |
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CHAPTER 8 The Risks of Human Capital: Unleashing the Conceivers, Deal Makers, and Sustainers |
171 |
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A NEW HUMAN RESOURCES MODEL |
171 |
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Individual Career Planning |
173 |
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Risks, Rewards, and Rule Breakers |
174 |
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Conceivers: Creating the Market |
177 |
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Ted Turner, Visionary |
178 |
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Deal Makers: Making the Market |
179 |
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Sustainers: Supporting the Market |
181 |
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THE INTERNET EXAMPLE |
182 |
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A NEW MODEL FOR EVALUATING TEAMS |
183 |
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The Criticality of Evaluating Personality Types on Teams |
185 |
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THE DIVERSITY TRAP |
187 |
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THE THREE FORCES AND THE NEW HR MODEL |
188 |
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Change and Movement |
188 |
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Balance |
190 |
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The Importance of Repetition |
191 |
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SUMMARY |
191 |
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QUESTIONS |
192 |
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CHAPTER 9 Waking Sleeping Giants: The Importance of Empowering Employees |
193 |
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THE EMPOWERED EMPLOYEE: THE KEY TO DRIVING PEAK PERFORMANCE |
193 |
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CITRIX SYSTEMS INC.: CULTIVATING A CULTURE OF EMPOWERMENT |
196 |
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ADAPTING TO A MOBILE WORKFORCE |
198 |
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EMPLOYEE ENGAGEMENT AND ITS LINKAGE TO EMPOWERMENT |
199 |
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The Empowered Shepherd Boy |
199 |
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A Wonderful Opportunity in Time |
200 |
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A PROFESSIONAL DEVELOPMENT JOURNEY |
201 |
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REINVENTION AND THE INDIVIDUAL |
203 |
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THE LEARNING ORGANIZATION’S CONNECTION TO MOVEMENT AND CHANGE |
204 |
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The Cost of Complacency and Entitlement |
204 |
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A Relatable Example |
205 |
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THE IMPORTANCE OF INFUSING NEW BLOOD INTO YOUR ORGANIZATION |
207 |
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EMPLOYEES DRIVING SHAREHOLDER VALUE |
208 |
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Ritz Carlton: Driving Value through Critical Employee Resources |
208 |
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TAPPING EMPLOYEE RESOURCES TO ENHANCE VALUE |
209 |
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DO THEY HAVE A DOG IN THE FIGHT?: ENGAGEMENT THROUGH CREATING A COMPELLING VISION |
210 |
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The Situation |
211 |
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SEIZING THE OPPORTUNITY AT HAND: A MESSAGE TO EMPLOYEES |
214 |
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SUMMARY |
216 |
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QUESTIONS |
217 |
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REFERENCES |
217 |
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CHAPTER 10 The Shining Moment: Unlocking the Potential and Promise of the Twenty-First Century |
219 |
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HENRY FORD: RIDING THE WAVE OF CONVERGING FORCES |
219 |
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OUR WORLD THEN AND OUR WORLD NOW |
221 |
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THE CALL FOR TRANSFORMATION |
222 |
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MASTERING CHANGE MATTERS MORE NOW THAN EVER BEFORE |
223 |
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The Prehistoric and Ancient World |
223 |
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The Early–Late Ages |
224 |
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The Advanced/Modern Era |
224 |
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The Post-Advanced/Modern Era |
224 |
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ENHANCED CAPABILITIES DRIVING CHANGE |
225 |
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HUMAN BEINGS: OUR GREATEST NATURAL RESOURCE |
226 |
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MAN’S COMING OF AGE |
228 |
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WHAT WILL BE OUR LASTING LEGACY? |
231 |
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THE WAY OF THE WORLD: REVISITING THE CORE ELEMENTS AND FORCES |
233 |
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THE EMERGING STEWARD: WHY ORGANIZATIONS MUST LEAD FROM THE EDGE |
235 |
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THE MASTERS OF OUR FATE |
236 |
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Integration |
236 |
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Polarity and Duality |
236 |
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SUMMARY |
238 |
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REFERENCES |
239 |
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About the Author |
241 |
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About the Companion Web Site |
243 |
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Index |
245 |
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